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Day in the Life of a Proactive Maintenance Manager

“A Daily Planner for Effective Maintenance Management”
By Ricky Smith CMRP (rsmith@gpallied.com)
With respect to maintenance and reliability, the definition for proactive is:
 To act before the cost of doing so increases
 To act before the necessity of the situation demands it
"A great Maintenance Manager sees the relationship of poor performance and the lack
of good maintenance routines."
"Poor performance always leads to the lack of maintenance routines or poor execution
of existing routines."
- Rick Mullen, Global Reliability Leader, AB-InBev
Mr. Mullen’s statements drive home the fact that a Maintenance Manager holds the key
to a plant, site, or a mine’s success. Their knowledge of their site’s maintenance
strategies and how they are executed, as well as how effective they are, is key to a
successful Maintenance Manager. It is also the difference between high performing and
poor performing operations.

Think about Rick Mullen’s statement and it’s relation to this graph.
What is the goal of a Maintenance Manager? To ensure that all maintenance personnel
are aligned and executing the company’s proactive work to standard so that the
company meets its business goals 100% of the time.

000 units of production because of loose bolt. for 5 minutes after their shift has begun. looking for abnormalities from the past 24 hours that may impact this week’s production goal or maintenance’s schedule. or any issues that may arise with the next 24 hours.Morning: The Maintenance Manger begins the day by visiting with each Maintenance Supervisor about 30-60 minutes. the Maintenance Manager takes a quick look at his maintenance Key Performance Indicator (KPI) Dashboard to see if any problems exist or may happen in the next week to one month. Production Manager Informal Meeting (10-15 minutes max): Maintenance Manager meets with production management first to determine if any issues have occurred in the past 24 hours that he was not aware of. There should be KPI owners listed on the dashboard who will send a report to the Maintenance Manager if a KPI is acting in a state that maintenance and production leadership would consider unacceptable. Report due to Maintenance Manager within 48 hours when the loss exceeds a specific amount. . They both review the 24-hour production rate. investigation initiated by Maintenance Engineering. and problems. PM/PdM Labor Hours (is the PM/PdM Program working?) Ex: MTBF of Critical Assets Ex: Production/Quality Rate Stability Ex: MTBF by Maintenance Supervisors’ Areas Ex: PM Compliance using the 10% Rule on Critical Assets by crew Ex: Schedule Compliance Ex: Safety Incidents and Near Misses within the past 24 hours Exception reports are sent to the Maintenance Manager if any of the above metrics are not within the agreed upon range. one mechanic assigned to assist ME. along with an exception report for any exceptions to expectations. Ex: Emergency vs. Key Performance Indicator Review (10 minutes): Next. Ex: Breakdown last night on line 1 caused production loss of 12. quality.

Operations Site Manager Meeting (60 minutes max): Maintenance Manager takes about 10 minutes to describe any issues within the past 24 hours that caused losses or issues that may cause losses in the next 7 days. o Know yourself and seek self-improvement every day. and respond back to that person within 48 hours. o Treat others as you like to be treated. greet everyone you see and ask operators and maintainers how things are going. either that day or another depending on the importance to the Maintenance Supervisor. o Know each maintenance person by name. this should be addressed outside of this meeting with specific individuals. Guiding Principles for a Proactive Maintenance Manager - Leadership Principles o Treat everyone as your equal and demonstrate respect and humbleness. put yourself in their position. Plant Visit: Randomly. o Never ask anyone to execute a task you would not do yourself. Try to spend no more than 30 minutes in each crew area. o Take time to talk to someone who has an issue at a scheduled time and place. Set a time to meet later to discuss. If additional time is needed to discuss these items. Maintenance management should not be rude or report on trivial things that do not matter to anyone in the organization. While on the visit. Mine. o Know each Planner by name.MTBF Example Plant. Talk to the Maintenance Supervisor first to hear about any issues he/she is facing and that need to be resolved. Make it policy. . Sometimes a picture truly is worth a thousand words. the Maintenance Manager should visit each crew area to see what is happening.

o Ensure that Work Order data is under control and providing accurate reports. Safety meetings are separate. you must work to develop.com. This should be a private conversation. but technical in nature. - Management Principles o Guide your organization through the use of KPIs so you know your group is headed in the right direction. Find a mentor to assist you. scheduling. If you feel you have issues. o Maintenance and Reliability Engineering should have direct access to the Maintenance Manager during specific hours of the week and exceptions should only be made on an emergency basis. stores. o Require wrench time studies to be conducted of each crew by specific crew members after they have been trained and certified in the process. All reports should be presented to the Maintenance Manager by the Maintenance Supervisor and no one else. and Corrective Action System (FRACAS) is owned by each Maintenance Supervisor and request monthly reports from them. If the manager is weak. This should not be safety related. o Require a 30-minute Single Point Lesson to be presented and discussed by each crew on a weekly basis. People look up to them with respect and calmness. and tool storage areas. even in tough situations. but make sure the mentor is competent and studious. . o Post only KPIs that may be important to each maintenance crew. Proactive Maintenance Managers are the unsung heroes of any organization.- Organization Principles o Randomly check on planning. send Ricky Smith an email at rsmith@gpallied. o Ensure that a Failure Reporting. Maintenance Managers hold the key to success or failure of any maintenance organization. If a KPI is driving in the wrong direction. then he must be given assistance first and let go only after a three month period of not showing improvement. Analysis. These should be conducted every 3-6 months depending on previous trends. initiate a team to identify the problem and recommend a solution with 48 hours. I salute all Maintenance Managers for handling this difficult job. If you like more information on how to become a Proactive Maintenance Manager.